In the last 20 years or so, the field of intergenerational communication as seen from an intergroup perspective has evolved to encompass a wide range of social, cultural, and relational contexts. Research into communication and age in organizations represents one particularly exciting and rapidly changing area of investigation within the intergenerational communication domain. The workplace, by its very nature, is rich with intergroup dynamics, with age in/out group distinctions being but one of many intergroup characterizations. Stereotypical age expectations—by management and coworkers alike—can serve as powerful harbingers to behavioral outcomes such as ageist communication, considerations of (early) retirement and reduced and/or lost training among older workers, and even reduced intentions among young individuals to take up careers involving older people. Ageist behaviors (including communication) are also at the core of many types of discriminatory practices toward older (and sometimes younger) workers. Age diversity strategies, which include intergenerational contact programs, cross-generational mentoring, age diverse teams, and the use of positive symbols of older age, are becoming more common in organizations.
Permanent Wage Cost Subsidies for Older Workers: An Effective Tool for Increasing Working Time and Postponing Early Retirement?
